组织行为学(1)资料

1、DateNANJING UNIVERSITY OF ARONAUTICSAND ASTRONAUTICS CENTREBTEC HND IN BUSINESSASSIGNMENT COVER SHEETadvancing learning, changing livesNAME OF STUDENTREGISTRATION NO.UNIT TITLEOrga ni sati ons and BehaviourASSIGNMENT TITLEASSIGNMENT NO1 of 2NAME OF ASSESSORTANG Xiao WeiSUBMISSION DEADLINEI, hereby c

2、onfirm that this assignment is my own workand not copied or plagiarized from any source. I have refere need the sources from which in formati on is obta ined by me for this assig nment.Sig natureFOR OFFICIAL USEAssig nment Received By:Date:Unit OutcomesOutcomeEvidence for the criteriaFeedbackAssesso

3、r s decisionInternal VerificationExplore organizational structure and culture1compare and contrast differe nt organisational structures and culture1.1analyse the relationship between an organisation structure and culture and the effects on business performance1.2analyse the factors which influence i

4、ndividual behaviour at work1.3Examine differe nt approaches to management and leadership and theories of organisation2analyse how organisational theory underpins principles and practices of organising and of management2.1compare the differe nt approaches to management and theories of organisation us

5、ed by two organisations2.2discuss different leadership styles and the effectiveness of these leadership approaches3.1OutcomeEvidence for the criteriaFeedbackAssessor s decisionInternal VerificationExamine the relationship between motivational theories3explain the differe nt motivational theories and

6、 their application within the workplace3.2assess the relationship between motivation theory and the practice of management3.3Demonstrate an understanding of working with others, teamwork, groups and group dynamics4describe the nature of groups and group behaviour within organisations4.1investigate t

7、he factors that lead to effective teamwork and the influences that threaten success4.2evaluate the impact of technology on team functioning within a given organisation4.3Assessme nt CriteriaPass is achieved by meeting all the requirements defined in the Assessment Criteria.OutcomeEvidence for the cr

8、iteriaFeedbackAssessor s decisionInternal VerificationMeritIden tify and apply strategies to find appropriate soluti ons.(M1)Apply releva nt motivati on, reward, and performa nee man ageme nt theories.Solve complex problems and make appropriate reeomme ndati ons.Seleet/desig n and apply appropriate

9、methods/teeh niq ues.(M2)Use a variety of sources in eludi ng textbooks, trade journ als, websites, and quality n ewspapers.Syn thesise eomplex in formati on from a variety of sourees.Justify the sourees and teeh niq ues seleeted.Prese nt and eom muni eate appropriate findings(M3)Gen erate in terest

10、 and in volveme nt in prese nti ng in formati on for diseussi on.Present solutions and reeommendations in a logieal and eoherent manner.Use a variety of presentation methods ineluding tables, eharts, and models, as well as eoneise, well-struetured paragraphs.Disti nctio nUse eritieal refleetion to e

11、valuate your work and justify valid eonelusions (D1)Use syn thesis to justify your con elusi ons and reeomme ndati ons.Evaluate your con elusi ons and reeomme ndati ons highlight ing areas where further in formatio n or research is required.Take resp on sibility for managing and orga nizing activiti

12、es(D2)Assig n roles and resp on sibilities.Man age your own time and eo-ord in ate group activitiesElicit questi ons and feedback from the sem inar audie nee.Dem on strate conv erge nt, lateral and creative thi nki ng(D3)Gen erate your own ideas, solve problems, and make deeisi ons.Dem on strate inn

13、o vati on and creativity in solvi ng problems and eom mun icati ng reeomme ndati ons.Merit grades awardedDistinction grades awardedM1M2M3D1D2D3Comme nts by AssessorOverall, you ve got:Areas for improveme nt:OutcomeEvidence for the criteriaFeedbackAssessor s decisionInternal VerificationASSESSOR SIGN

14、ATURENAME:DATE:STUDENT SIGNATURENAME :DATE:FOR INTERNAL USE ONLYVERIFIED: YES NOVERIFIED BY:DATE:Case Incident 1You e probably bought a garment made of W. L. Gore &Associatesflagship product,Core-Tex, a fabric that that blocks wind and water, yet is highly breathable tha nks to Gore spate nted tech

15、no logy. But you might not know that the compa ny offers a host of other products, from heart patches and synthetic blood vessels to air pollution filters and fuel cells. In fact, .W. L. Gore & Associates makes more than 1,000 products. Though its finan cial data are not publicly available, a spokes

16、pers on for the compa ny said that Gore had double-digit reve nue growth the past three years. With this type of performa nee and exte nsive product li ne, you might expect Gore to be structured like big compa nies such as General Electric. Microsoft or 3M. But it not, and it never was.你可能已经买了戈尔公司的旗

17、舰产品，核心纺的织物阻止风和水，但透气性好，是由于戈 尔的专利技术制造的衣服。但你可能不知道，该公司提供从心脏血管修补和合成的其他产 品，空气污染过滤器和燃料电池。事实上，。瓦特L.戈尔同仁，使1000多个产品。虽然 它的财务数据并未公布，为公司的发言人说，戈尔两位数的收入增长在过去三年。有了这 样的性能和丰富的产品线类型，你可能认为戈尔像通用电气等大公司的结构。微软或 3 米。但它不是，它从来都不是。Wilbert L. Gore foun ded W. L. Gore & Associates in 1958. Gore believed that too much hierarchy a

18、nd bureaucracy stifled creativity and adaptatio n, a view he formed duri ng his 17-year career as a DuPont engin eer. He stated once that“ com muni catio nreally happe nin the car pool, ” meaning in formal arenas allowed employees to share their ideas ope nly without fear of criticism from man ageme

19、 nt. So Gore decided to elimi nate the hierarchy found in most orga ni zati ons. In stead, he in structed every one to com muni cate ope nly, with little regard to status differenee. In fact, Gore eliminated status difference altogether.At W. L. Gore & Associate, there are no job titles. Each employ

20、ee works on projects collaboratively, while at the same time is given the freedom to develop new ideas. Ideas that are deemed worthy of pursu ing by team members are the n developed.威尔伯特L.戈尔成立于1958年戈尔公司。戈尔认为，过多的层次结构和官僚扼杀创造力和 适应，有一种观点他在他17年的职业生涯作为杜邦公司的工程师组成。他说一旦 沟通真的发生在车上池，意思是非正式场合让员工分享不害怕批评，从管理自己的想法

21、公开。所以戈尔决定取消在大多数组织中的层次结构发现。相反，他指示公开与大家沟通很少考虑到 状态的差异。事实上，戈尔的地位差异完全消除。在戈尔副，有没有职称。每一个员工协 同工作的项目，而在同一时间被给予自由发展的新思路。这被认为是由团队成员追求值得 思考，然后发展。In addition to the lack of bureaucracy, Gore also kept his facilities staffed with a small nu mber of employees to promote in formatio n shari ng and foster teamwork.

22、For example, he limited staffing at manufacturing plants to 200 employees, which is smaller than typical manu facturi ng firms. Gore believed the nu mber was low eno ugh for employees to get to know one another, allowing them to talk freely about their knowledge and ideas. The result of such a corpo

23、rate structure has bee n treme ndous growth and profit. Gore also has bee n an in dustry leader in inno vati on.除了官僚缺乏，戈尔还保留他的设备与少数的员工，以促进信息共享，促进团队合作人 员。例如，他限制在制造工厂 200名员工，这是典型的制造业企业比规模较小的工作人 员。戈尔认为，这个数字足够低的员工去了解彼此，让他们谈论他们的知识和思想自由。 这种企业结构的结果是巨大的增长和利润。戈尔也一直在创新行业的佼佼者。Gore unique structure does take so

24、me gett ing used to, particularly for new employees. Dia ne Davids on recalls that the lack of a formal hierarchy was bewilderi ng at first. As a sales executive in the apparel in dustry, Davids on was hired by gore to promote its fabrics to desig ners such as Prada and Hugo Boss. States Davids on,“

25、came from avery traditi on al, male-do min ated bus in ess-the men shoe bus in ess. When I arrived at Gore, I didn know who did what. I wondered how anything got done here. It was driving me crazy. ” In stead a formal supervisor, Davids on was assig ned to a start ing spon sor. ” As opposed to a tra

26、diti onal supervisor, the spon sor at gore helps new hires lear n theropes-which primarily con sist of gett ing to know oneteam.戈尔的独特结构确实需要一些时间来适应，特别是新员工。黛安戴维森回忆说，缺乏一个 正式的等级起初扑朔迷离。作为服装行业的销售主管，戴维森被网罗到戈尔，以促进其面 料如Prada和Hugo Boss设计师。国家戴维森说：我来自一个非常传统的，以男性为主的商业男子制鞋企业。当我在戈尔到了，我不知道谁做了什么。我不知道还有什么东西在 这里做了。这是驾

27、驶我疯了。而不是一个正式的主管，戴维森被分配到一个启动的赞助商。而不是传统的主管，戈尔发起帮助新员工熟悉业务，其中主要是去了解自己的球队 组成。Who my boss. ” she repeatedly asked her spon sor. Her spon sor would reply, stop using the b-word. ”谁是我的老板。她反复问她的赞助商。她的赞助会回答 说：停止使用B字。“Davids on eve ntually got used to Gore structure. Your team is your boss, because you don wa

28、nt to let them dow n. Every one syour boss, and on one syour boss, ” she expla ins. Not only are there no formal supervisors at Gore, but employees job descripti ons are con spicuously abse nt as well. Employees at Gore perform multiple tasks to create a new product. Davids on, for example, is invo

29、lved in market ing, sales, and spon sorship-roles that typically are separated in other orga ni zati ons. As Joh n Morga n, an employee of Gore for more tha n 20 years, states. You join a team and you re an idiot. It takes 18 mon ths to build credibility. Early on, it sreally frustrati ng. In hin ds

30、ight, it makes sen se. As a spon sor, I tell new hires, your job for the first 6 mon ths is to get to know the team, but they have trouble believing it-and not contributing when other people are. ”戴维森终于习惯了戈尔的结构。你的团队是你的老板，因为你不想让他们失望。每个人的你的老板，和自己的老板，她解释说。不仅有戈尔没有正式的主管，但员工的职务说明， 以及明显缺乏。戈尔雇员执行多个任务来创建一个新的

31、产品。戴维森，例如，参与市场营 销，销售，赞助，角色通常是在其他机构分开。正如约翰摩根，一戈尔超过20年的雇员，国家。你加入一个团队，你就是白痴。它需要18个月以建立信誉。在早期，它是真正令人沮丧。回想起来，这是有道理的。作为赞助商，我告诉新员工，你的头6个月的工作就是去知道球队，但他们很难相信它，而不是当其他人贡献的。“Case Incident 2Amid corporate giants such as Microsoft, GM, and General Electric stands a relatively small grocery store that was n amed b

32、y Fort une magaz ine in 2005 as the best compa ny to work for, primarily because of how well its employees are treated.Typically, grocery stores are not thought of as great places to work. Hours are anything but 9 to 5, and the pay is low compared to other occupati ons. The result is an in dustry th

33、at sees high annual tur no ver rates. Employees at Wegma ns, however, view work ing for a grocer a bit differe ntly .In stead of viewi ng their job as a temporary setback on the way to a more illustrious career, many employees at Wegma ns view worki ng for the grocer as their career. And give n Wegm

34、a n high profitability (it had sales in 2004 of $3.4billion from 67stores, giving it one of the highest profit-per-store rations in the in dustry), it looks like the grocer will be around long eno ugh to make such careers a reality for those who pursue them.Why is Wegman so effective? One reason is

35、its culture. The chain began in 1930 when brothers Joh n and Walter Wegma n ope ned their first grocery store in Rochester, New York. One of its disti nguishi ng features was a caf that seated 300 customers. The store immediate focus on fine foods quickly separated it from other grocers a focus whic

36、h is maintained by the compa ny employees, many of whom are hired based on their in terest in food.In 1950, Walter son, Robert, became preside nt and immediately added a gen erous amount of employee ben efits such as profit shari ng and medical coverage, completely paid for by the compa ny. What was

37、 Robert sason for offeri ng such great ben efits? ” was no different from them. ” he said, referring to the company s employees. Though the ben efits are still gen erous at Wegma ns, the rising cost of health care has forced it to have all employees con tribute for coverage.Now, Robert s son, Danny,

38、 is preside nt of the compa ny, and he has con ti nued the Wegman s tradition of taking care of its employees. To date, Wegman s has paid more than $54 million in college scholarships for its employees, both full time and part time. In additi on to ben efits, employees receive pay that is well above

39、 the market average. As a result, annual turno ver at Wegma n s for full-time employees is a mere 6 perce nt, according to the Food Marketing Institute, when is it is 24 percent in the industry overall.The culture that has developed at Wegma n s is an importa nt part of the compa ny s success. Emplo

40、yees are proud to say they work at Wegma n s. For example, Sara Gogg ins, a 19-year-old college stude nt who works part time at Wegma n, recalls whe nDanny Wegma n pers on ally complime nted her on a store display that she helped set up. ” Ive this place, ” she says. If teach ing does n work out, I

41、would so totally work at Wegman . ” And Kelly Schoeneck, a store manager, recounts that a few years ago, her supervisor asked her to an alyze a freque nt-shopper program that a competitor had rece ntly adopted. Though she assumed that her supervisor would take credit for her findings, Schoeneck supe

42、rvisor had her present her findings directly to RobertWegma n.Maintaining a culture of drive n, happy and loyal employees who are eager to help one ano ther is not easy. Wegma n carefully selects each employee, and growth is ofte n slow and meticulous, with only two new stores opened each year. When

43、 a new store is ope ned, employees from exist ing stores are brought in to the new store to maintain the culture. The existi ng employees are the n able to tran smit their kno wledge and the store values to new employees.Man agers especially are ingrained in the Wegma nculture. More tha n half start

44、edworking at Wegman swhen they were teenagers. Says Edward McLaughlin, director of Corn ell Food In dustry Man ageme nt Program, whe n you re a 16-year-old kid, the last thing you want to do is wear a geeky shirt and work for a supermarket.But atWegma n , it a badge of honor. You are not a geeky cas

45、hier. You are part of the socialEmployees at Wegman are not selected based on intellectual ability or experienee alone. Just about everybody in the store has some genuine interest in food, ” states Jeff Burris, a supervisor at the Dulles, Virg inia store. Those employees who do not express this in t

46、erest may not fit in and are sometimes not hired. The result is a culture that is bigger tha n Danny in the same way that Wal-Mart became bigger tha n Sam Walt on,sys Darrell Rigby, a con sulta nt at Bain & Co.在一片如微软，通用汽车公司和通用电气公司巨头站在一个相对较小的杂货店被评为2005年财富杂志评选为最佳公司工作，主要是因为有多好员工的待遇。通常情况下，杂货店都没有想到这么大的工作

47、场所。时间是什么，但9日至5,薪水低，相对于其他职业。其结果是一个产业，年营业额预计高利率。在文曼斯雇员，然而，视图中 工作的一个杂货商有点不同。而不是视为一种暂时的挫折的道路上向更辉煌的事业自己的 工作，很多员工在文曼斯查看工作作为自己的职业生涯杂货商。并给予韦格曼的高盈利能 力（它在美元从67stores 3.4billion, 2004年销售给它的最高利润，每家店面在同行业中的口 粮之一），它看起来像杂货商会的时间还不足以作出这样的职业生涯成为现实对于那些谁 追求。韦格曼为什么如此有效？原因之一是它的文化。这家连锁店始于1930年，当约翰和沃尔特韦格曼兄弟开设罗切斯特，纽约的第一个杂货店

48、。其显着特征之一是一个咖啡馆坐300家客 户。这家商店的细食品迅速脱离当前的工作重点等杂货店，一个是由公司的员工，其中许 多人是他们聘请的利益为基础的食品保持在它的重点。1950年, Walter的儿子罗伯特，成为总统，并立即将如利润分享和医疗保险完全由公司支 付的，慷慨的员工福利金额。什么是罗伯特对提供这种巨大的利益原因是什么？我是不会从他们的不同。”他说，指的是公司的雇员。虽然效益仍然在文曼斯大方，医疗费用不断上 升，迫使它有覆盖所有雇员作出贡献。现在，罗伯特的儿子丹尼，是该公司的总裁，他继续韦格曼的利用其雇员照顾的传统。迄 今为止，韦格曼的已支付其雇员多万美元的大学奖学金5400万美元，

49、包括全职和兼职。除了福利，员工得到薪酬，远高于市场平均水平。因此，在韦格曼全职员工每年的营业额只 有6个百分点，根据食品营销协会，它是24时，是在行业整体百分比。韦格曼的情况，已在发达文化是公司成功的重要组成部分。员工们自豪地说，他们工作韦 格曼的。例如，萨拉戈金斯，一名19岁的大学生韦格曼谁的作品的一部分的时候，回忆起 当Danny韦格曼亲自称赞一家商店展示，她帮助建立了她。 我喜欢这个地方，”她说。如 果教学没有工作，我会因此完全工作韦格曼的。”凯利舍内，商店经理，回忆，几年前，她 的上司要求她分析经常购物车方案，最近通过了一个竞争对手。虽然她认为她的上司对她 的发现将采取信贷，舍内的主管

50、目前她和她的罗伯特韦格曼直接结果。维持驱动，快乐，忠诚的员工谁是渴望帮助别人是不容易的文化。韦格曼的精心挑选每一 位员工，成长往往是缓慢的，细致的只有两个新店铺，每年开设。当一个新的商店开业， 现有商店的员工带来了新的店面，以保持文化。现有员工就能够传送他们的知识和商店的 价值观来的新员工。尤其是在经理韦格曼的文化根深蒂固。一半以上开始在韦格曼的工作时，他们都是年轻人。 爱德华麦克劳克林说，康奈尔大学的食品工业管理项目主任，当你是一个16岁孩子的时候，你最想做的事就是穿衬衫和古怪的一家超市工作。但韦格曼的，这是一个荣誉徽章。你不 是一个书呆子出纳。你们是社会结构的一部分。“在韦格曼的员工不会选

51、择是基于知识的能力或经验孤单。几乎每个人都在店里的一些食品有兴趣，”国家杰夫伯里斯，在杜勒斯，弗吉尼亚专卖店主管。这些员工谁不表达这种利 益可能不适合，有时没被聘用。其结果是一种文化的 较大的相同方式比丹尼，沃尔玛的山 姆变得比沃尔顿大，”系统达雷尔里格比，在贝恩顾问有限公司Task 1Accord ing to case in cide nt 1, an swer follow ing questi ons:1) please explain the six elements of an organizationstructure in the case ofW丄.Gore & Associ

52、ates.请解释在轮候册案件的组织结构的六大要素戈尔同仁的Work specializati on, departme ntalizatio n, cha in of comma nd, spa n of con trol, cen tralizati on and dece ntralizati on, and sta ndardizati on.2) How would you characterize Gore organizational structure using terms from this chapter? For example, is it mechanistic or organic? Ho